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Version 1: 22nd December 2016

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Table of Contents

1 Introduction / Executive summary .................................................................................. 4

2 Procurement Vision / Mission Statement ........................................................................ 5

2.1 NHS NSS NP Procurement Vision 2020 ................................................................. 5

2.2 NHS NSS NP Procurement Mission ........................................................................ 5

3 Strategy Rationale / Context .......................................................................................... 6

3.1 Overview ................................................................................................................. 6

3.2 NHS NSS NP Procurement Spend ......................................................................... 6

4 Strategic aims, objectives & key priorities ...................................................................... 8

NHS NSS National Procurement 4 Pillars .......................................................................... 8

Procurement strategic objectives ....................................................................................... 8

4.1 Objective: Drive Compliance and Governance ........................................................ 8

4.2 Objective: Deliver Savings & Value through collaborative contracting .................... 9

4.3 Objective: Develop Technology Services, Data Analytics & Reporting ................... 9

4.4 Objective: Enhance Logistics and Supply Chain ................................................... 10

5 Spend .......................................................................................................................... 12

6 Mandatory Obligations ................................................................................................. 13

6.1 Introduction ........................................................................................................... 13

6.2 Regulated & OJEU Procurements ......................................................................... 13

6.3 Achieving our purpose .......................................................................................... 13

6.4 Delivery of value for money ................................................................................... 13

6.5 Utilising the Scottish Model of Procurement .......................................................... 14

6.6 Engaging with our service users ........................................................................... 14

6.7 Engaging with Suppliers ....................................................................................... 15

6.8 Community benefits .............................................................................................. 15

6.9 Food Procurement ................................................................................................ 15

6.10 Scottish living wage .............................................................................................. 15

6.11 Compliance by contractors and sub-contractors with the Health and Safety at Work

etc. Act 1974 ................................................................................................................... 16

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7 Monitoring, reviewing and reporting ............................................................................. 17

7.1 Monitoring our objectives ...................................................................................... 17

7.2 NHS National Procurement Contract Register ...................................................... 17

7.3 Approach to Framework Call Offs ......................................................................... 17

7.4 Annual Report ....................................................................................................... 17

8 Strategy ownership & contact details ........................................................................... 19

9 Policies, tools & procedures ......................................................................................... 20

10 Glossary ...................................................................................................................... 21

11 Appendix A .................................................................................................................. 23

11.1 Procurement Steering Group ................................................................................ 23

11.2 Procurement Steering Group Terms of Reference (TOR): .................................... 23

12 Appendix B .................................................................................................................. 24

12.1 Health Procurement Delivery Group (HPDG) ........................................................ 24

12.2 HPDG Terms of Reference (TOR): ....................................................................... 24

DOCUMENT CONTROL SHEET: ....................................................................................... 25

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1 Introduction / Executive summary

NHS National Services Scotland National Procurement (NHS NSS NP) supports customers

to deliver services more efficiently and effectively. Shared services is provided on a national

scale using best-in-class systems and standards. NHS NSS NP provides safe high quality

value for money services enabling the delivery of Health and Social care across

NHSScotland. All of public sector, including health are facing a challenge of increasing

demand, against a backdrop of increased economic pressure. NHS NSS NP meet these

challenges by engaging closely with partners and stakeholders, developing customer-

focussed solutions that deliver benefits for all.

NHS NSS NP will deliver its vision through the Procurement 4 Pillars Strategy:

To provide continuity of supply (to provide goods and services where needed, when needed)

To provide value to the bottom line (£ and non-cash, to support reinvestment into patient care and service delivery)

To maintain effective governance (to keep the service and accountable officers compliant in all relevant areas and maintain corporate and individual reputation)

To encourage and stimulate economic development (to support Health and Wealth in relation to public money expended)

This strategy sets out the Procurement objectives of NHS NSS NP over the period of 2016-

2018, however, at the date of publication NHSScotland is undertaking a full review of the

opportunity afforded by procurement shared service led by NHS NSS NP and the Strategy

will be revised and updated in line with the final outcomes of this review.

NHS NSS NP will take full ownership of the responsibilities placed on Scottish Public Sector

bodies by the latest Procurement regulations and offering a clear pathway to balancing value

for money while using our considerable financial resource to support economic growth. This

will be done in a way which is both environmentally and ethically responsible.

NHS NSS NP is the largest public procurement organisation in Scotland leading the way in

strategic procurement services for health and the wider public sector. It covers £1.4bn spend

across 332 collaborative contracts and has yielded savings of £224m over the last 5 years.

NHS NSS NP is located across three sites in Meridian Court, Glasgow; Canderside,

Larkhall; and Gyle Square, Edinburgh.

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2 Procurement Vision / Mission Statement

2.1 NHS NSS NP Procurement Vision 2020

To be recognised as a Centre of Expertise Procurement function fully supporting

NHSScotland and the wider public sector to deliver best value for all stakeholders.

2.2 NHS NSS NP Procurement Mission

To provide outstanding procurement services within NHS NSS NP that supports the delivery

of quality Healthcare services in the most efficient, cost effective, safe and compliant manner

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3 Strategy Rationale / Context

3.1 Overview

NHS NSS NP is a national organisation operating right at the heart of NHSScotland and the

wider public sector. NHS NSS NP leads and supports their Health Board customers in

Scotland to deliver their services more efficiently and effectively. Offering shared services on

a national scale, one of NHS NSS NP’s key aims is to help its customers save money and

free up resources so they can be re-invested into frontline services.

The purpose of this strategy is to document how NHS NSS NP Procurement will support

NHSScotland to provide its services to its customers.

3.2 NHS NSS NP Procurement Spend

NHS Scotland has a total trade spend of £2.356bn. Of that total expenditure, the total

Procurement spend managed by NHS NSS NP collaborative contracts is currently £1.3bn

with a plan via Shared services to extend by a further £400m. Achieving best value against

the expenditure is managed via National Contracting, bulks deals and supplier negotiation.

Figure 1 NHS Scotland Total Trade Spend Profile

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Scottish Public Sector Procurement operates under the following legislative framework;

European Treaties and Directives and

The Public Contracts (Scotland) Regulations 2015 (Procurement

Regulations) and

The Procurement Reform (Scotland) Act 2014 (the Reform Act).

The interpretation and implementation of this legislative framework is influenced by

substantial case law from across the United Kingdom and Europe making this a constantly

evolving area within which to operate.

The legislation is reflected within the NHS NSS Standing Financial Instructions relating to

Contracts and Corporate Procurement guidance by which NHS NSS NP is governed.

The overall governance and strategic leadership within NHS NSS NP is controlled and

directed by the NHS Scotland Procurement Steering Group (PSG). Attached in Appendix A

are the PSG Terms of Reference (TOR) which provides guidance and support for the

strategic development and operational delivery of the procurement service within NHSS.

Where required, it will provide approval governance for key policies and strategies on behalf

of the Chief Executives Group and the Scottish Government Health Department.

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4 Strategic aims, objectives & key priorities

NHS NSS National Procurement 4 Pillars

The following four strategic objectives form the basis of how NHS NSS National

Procurement will deliver against its strategy.

To provide continuity of supply (to provide goods and services where needed, when needed)

To provide value to the bottom line (£ and non-cash, to support reinvestment into patient care and service delivery)

To maintain effective governance (to keep the service and accountable officers compliant in all relevant areas and maintain corporate and individual reputation)

To encourage and stimulate economic development (to support Health and Wealth in relation to public money expended)

These objectives link directly to the NHS NSS NP Procurement objectives;

Procurement strategic objectives

NHS NSS NP Procurement will deliver the following objectives over the term of this

Procurement strategy.

4.1 Objective: Drive Compliance and Governance

Goals

The strategic approach for National Procurement is to deliver commercially effective,

legislatively compliant procurement processes for NHSScotland and the wider public

sector.

To lead the Procurement Reform Act (Scotland) 2014 and capability assessment

process for the Health sector. Work with customers to define, agree and implement

action plans to improve performance and enhance governance.

Our ambition is one of continuous improvement with robust Governance and

accountability across all areas of activity supported by a consistent strategy of

processes and reporting.

Promote and drive compliance with NHS NSS Standing Financial Instructions

Working collaboratively with Health Board Procurement Leads through the Health

Procurement Delivery Group (HPDG) to ensure clear communications and delivery of

PSG strategy and directives. See Appendix B for HPDG Membership and Terms of

Reference (TOR).

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4.2 Objective: Deliver Savings & Value through collaborative contracting

We procure and contract of behalf of all NHS Scotland Health Boards on sectoral

collaborative Frameworks and contracts.

We also collaborate, on behalf of all NHS Scotland Health Boards, with the wider public

sector organisations in the development of national framework agreements and contracts for

commonly purchased commodities which are used across the public sector.

Goals

The strategic approach for National Procurement is to deliver commercially effective,

compliant procurement processes for NHSScotland and the wider public sector. We

will deliver contract for products, goods and services which will ensure value for

money, excellent customer service and supplier contract management.

Our teams aim to maximise the potential savings for NHSScotland and the wider

public sector by sharing the benefits of their collaborative buying power. These are

being realised daily by the application of best-practice strategic sourcing processes,

working with key suppliers and stakeholders to obtain best value products and

services, to the benefit of all.

As part of the reform act we will comply with the Sustainable Procurement Duty by

leading and promoting the benefits of sustainable procurement by embedding the

Sustainability procurement tools (Prioritisation Tool / Sustainability Test) in all

procurement process across NHSScotland by 17/18.

Improve accessibility to contracts for SMEs, Social Enterprises and Third Sector,

making it easier for them to work with NHS NSS NP by providing easier access to

contracting opportunities

Reinvigorate Contract Management and Supplier Relationship Management service,

identify key performance indicators and measures and report our progress against

these regularly whilst focusing on adding value and innovation at the strategic level

4.3 Objective: Develop Technology Services, Data Analytics & Reporting

We develop integrated systems that link Health Boards and patient activity to help achieve

supply chain efficiencies and provide accurate and relevant management information.

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Goals

Lead the transformation of the procurement landscape across NHSScotland with the

ambition to streamline the procurement of goods and services and reduce costs

through innovation, process transformation and adoption of digital technologies. .

Continue to develop and build on our reputation as leaders in procurement, securing

innovation, agility, value for money and quality of services for our customers.

Technology Services provides strategic direction and leadership for IT developments

and is also responsible for leading, managing and directing the implementation of

eProcurement technologies for customers in Health, SG and the wider public sector.

Recognised as the Centre of Expertise and NHS Scotland focal point for technology

services in relation to Purchase to Pay (P2P) solutions.

Provide information in an easily accessible way to enable and support key decisions

by budget holders and leaders across NHSScotland and the wider public sector

4.4 Objective: Enhance Logistics and Supply Chain

National Procurement has established a logistics infrastructure to optimise the physical

supply chain for NHS Scotland's Health Boards using managed distribution systems which

have achieved substantial economies of scale. We are committed to supplying high quality

and cost-effective products to our customers and work with suppliers to ensure on-time

delivery from the National Distribution Centre (NDC) at Canderside, Larkhall.

Goals

To be the leading national provider of specialist logistics across Health in Scotland.

By building on the current infrastructure provide an enhanced warehousing, logistics

and fleet services.

Inbound supply – Our Supply Chain team manages the catalogue, awards contracts

and agrees commercial pricing for NDC-agreed commodities as well as ensuring

maximised product availability by improving supplier performance to deliver benefit

and operational efficiencies.

The Operations team is responsible for the operation of the distribution centre and

managing all goods in and goods out of the warehouse. They ensure customer's

orders are received, picked and shipped to the local health board delivery points on

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time and operate over three shifts to meet the requirements of the entire

NHSScotland customer base. Operations work closely to improve and plan optimal

delivery with our logistics transport provider. This allows the organisation to leverage

their expertise and focus on revenue growth and operational development.

Our dedicated customer service team manages requests for National Procurement,

including contract complaint management and information requests to ensure we

deliver a quality service that continually meets customer expectations.

Business Development work in partnership with Health Boards to ensure we are

delivering the benefits of the National Distribution Centre based on the consolidation

of the national supply chain. This includes revenue growth, product benchmarking

and performance management.

As part of the comprehensive logistics service offered, our national fleet management

control towers have the ability to horizon scan and provide customers with the most

efficient fleet management service possible.

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5 Spend

Collaborative procurement is about achieving value for money for NHS Scotland by working

in partnership with NHS Scotland Health Boards, other sectoral Procurement teams and

suppliers.

In the financial year 2015/16 contract coverage was valued at over £1.3 billion and delivered

savings in excess of £35million. Our contracting delivers a wide range of social and

economic benefits as well as significant financial savings for NHS Scotland. A breakdown of

the £1.3 billion showing the spend by the categories contracted by NHS NSS NP is shown

below and further details of the contracts we have placed can be viewed on PCS website

Figure 2 NHS National Procurement contract spend by Category

£460.6

£238.5£161.2

£134.2

£110.1

£109.9

£95.3

£51.1 £19.5 £6.0£1.1

National Procurement Annual Contract Spend in £m by Category Team - Total £1.3bn

Pharmacy

Medical Surgical

Facilities

Non Medical

ParaMed

IM&T

Med Equip

Health Facilities

National Distribution

SNBTS - Blood Tranfusion

Commercial Services

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6 Mandatory Obligations

6.1 Introduction

This section documents NHS National Procurement‘s approach to meeting the mandatory

requirements of the Reform Act.

6.2 Regulated & OJEU Procurements

All Regulated Procurements which are broadly those Procurement exercises with a total

contract value in excess of £50K to which the Procurement Regulations and the Reform Act

apply will be advertised on the Public Contracts Scotland (PCS) website. As NHS NSS NP

will advertise, and subsequently award, on the PCS website the functionality of the site will

automatically publish and maintain our contract register for public viewing.

6.3 Achieving our purpose

To ensure benefits are delivered effectively Procurement will engage closely with colleagues

who are subject matter experts on substantive Procurements. For those regulated

Procurements of a value between £50K and the threshold value at which the Procurement

Regulations apply we will utilise the Procurement Journey Route 2 which documents, in

detail, how such procurement exercises should be undertaken within the Public Sector in

Scotland. All Procurement exercises above the threshold at which the Procurement

Regulations will be delivered using the Procurement Journey Route 3. The Procurement

Journey is developed to facilitate the public Procurement regulations and by following this

journey provides assurance of equal and fair treatment of all suppliers bidding for projects.

6.4 Delivery of value for money

NHS National Procurement will obtain value for money through best practice contracting and

supplier management and through undertaking key strategic procurement activities

including: early market engagement; splitting requirements into appropriate lots to better

facilitate SME/Third Sector and Supported Business participation; maximising the impact of

each pound spent by including Community Benefit Clauses; evaluating bids on the most

economic and advantageous criteria; utilising output based specifications; challenging the

need and demand management; ensuring robust contract management & application of

effective commercial evaluation models. The Procurement team’s skills will be developed

using the Procurement Competency Framework details of which can be accessed in the

Policies, Tools & Procedures section working within the NHS E-KSF developmental

framework.

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6.5 Utilising the Scottish Model of Procurement

NHS National procurement works within the national context under the Scottish Model of

Procurement;

Figure 2 The Scottish Model of Procurement

Each Market Category of spend has a broad commercial ‘Tier 1’ strategy driven by the type

of goods or services procured and their fit to the NHS Scotland Contracting Framework. The

NHS Scotland Contracting Framework is designed to aggregate demand across the Public

Sector to a level where best value can be achieved. The framework establishes the lead

contracting authority and allocates contracts into ‘Contracting Categories’ which define this

responsibility. The framework ‘Contracting Categories’ relevant to NHS Scotland are:

Category A – Contracted for all Scottish Public Sector bodies by Procurement Scotland.

Category B – Contracted for all NHS Scotland organisations by NHS National Procurement.

Category C – Contracted individually by NHS Scotland organisations, including NHS

NATIONAL PROCUREMENT.

6.6 Engaging with our service users

NHS National Procurement’s work impacts service users directly in many ways; be it donor

beds for the Scottish Blood Transfusion service or management and transportation of GP

patient records. NHS National Procurement will work with colleagues in the wider NHS

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Scotland to utilise NHS embedded approaches to facilitate National Procurement to better

engage with the public.

6.7 Engaging with Suppliers

NHS National Procurement, using the results of the prioritisation exercise presented in 6.8 –

under the Market Influence analysis element, will devise a market engagement strategy in

order to inform priorities and direction of travel for the Procurement function. Regular

meetings with current and prospective suppliers will continue as will attendance at annual

events such as Procurex, Supplier Development Forums and “Meet the Buyer” events.

6.8 Community benefits

As stated within the objectives section NHS National Procurement will use the following

Scottish Government recommended tools in year 1 to establish a baseline and develop an

action plan to meet our Community Benefit goals.

Scottish Public Procurement Prioritisation Tool;

The Sustainability test;

Life Cycle Impact Mapping; and

the Scottish Flexible Framework

6.9 Food Procurement

NHS National Procurement will ensure the highest level of standards are maintained in both

the obtaining of food supplies and the onsite preparation of food to ensure the wellbeing of

our staff and visitors. Utilising the skills, knowledge and experience of Procurement

Professionals within the commodity team will provide assurance that the highest standards

of animal welfare is maintained at all times and that we are aware and are operating to the

latest legislative requirements. Policy details can be located in section 9.

6.10 Scottish living wage

NHS National Procurement endorses the statement, “Fair and equal pay, including Living

Wage, is a positive factor and one of the clearest ways in which a bidder can demonstrate

that it adopts fair work practices.” Working under the guidance of addressing Fair Work

Practices, NHS National Procurement will work with suppliers through contracting and

relationship management to look for opportunities for its suppliers to implement the living

wage within their staff structures.

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6.11 Compliance by contractors and sub-contractors with the Health and

Safety at Work etc. Act 1974

All non-NHS National Procurement personnel working on site are expected to adhere to

NHS NSS facilities management Policies, tools & procedures.

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7 Monitoring, reviewing and reporting

7.1 Monitoring our objectives

The objectives presented within this strategy will be measured and shared with the

Procurement Steering Group on a regular basis.

7.2 NHS National Procurement Contract Register

NHS NSS NP supports the requirement of the Reform Act to publish and maintain a public

facing contracts register. NHS NSS NP will utilise the functionality available on the Public

Contracts Scotland website. All NHS NSS NP public contracts of value above £50,000 shall

appear on this register. In practice NHS NSS NP will publish many contracts below this

threshold, further evidencing our commitment to transparency.

7.3 Approach to Framework Call Offs

Any call off from a Framework Agreement with a single supplier that exceeds or is expected

to exceed (in the case of multiple call offs) a value of £50,000 over the lifetime of the

Framework will have an associated contract award notice placed on Public Contracts

Scotland advertising this fact.

7.4 Annual Report

The first NHS National Procurement annual report will be published in the 1st quarter of the

2018-19 financial year in line with statutory guidance.

The NHS National Procurement annual report will be approved by the PCF Director in the 1st

quarter of each financial year and then will be published on the NHS NSS website. The

annual report will contain the following information as a minimum:

(a) A summary of the Regulated Procurements that have been completed during the year

covered by the report.

(b) A review of whether those procurements complied with the NHS National Procurement

strategy.

(c) To the extent that any Regulated Procurements did not comply with the Reform Act,

reasons for this and a statement of how NHS National Procurement intends to ensure that

future Regulated Procurements do comply.

(d) A summary of any community benefit requirements imposed as part of a Regulated

Procurement that were fulfilled during the financial year covered by the report.

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(e) A summary of any steps taken to facilitate the involvement of supported businesses in

Regulated Procurements during the year covered by the report.

(f) A summary of the Regulated Procurements NHS National Procurement expects to

commence in the next two financial years.

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8 Strategy ownership & contact details

In line with the Reform Act and to ensure our Annual Procurement report details our

performance against strategy, this strategy will be subject to formal annual review by the

NHS NSS Procurement Steering group. This will take account of any changes to

organisational objectives and in NHS and Scottish Government policies and strategies. This

review will also take account of the key targets and National Framework objectives under

development by the Procurement Steering Group.

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9 Policies, tools & procedures

National Policies, Tools and Legislation:-

Scottish Model of Procurement

Changes to European Directives

Public Procurement Reform Programme

Procurement Reform Act Statutory Guidance

The Procurement and Commercial Improvement Programme

Suppliers Charter

EU Procurement Thresholds

Procurement Journey

PCIP

Public Contracts Scotland

Public Contracts Scotland – Tender

Information Hub

The Construction (Design and Management) Regulations 2015.

The Sustainable Public Procurement Prioritisation Tool

http://www.zerowastescotland.org.uk/

http://www.resourceefficientscotland.com/

The Scottish Health Council

The Procurement Competency Framework

NHSS Additional Terms and Conditions of Supply (Food) 2015

NHS NATIONAL Control of Contractors

NHS NATIONAL Corporate Policies and Statements can be located here.

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10 Glossary

Term Definition

Commodity Classification for NHS NATIONAL to provide the ability to

accurately describe the primary business activities of their

suppliers.

Category A collection of similar commodities grouped together to support

category management

Category Management a process which relies on cross functional teamwork to generate

procurement outcomes that fully satisfy agreed business needs

European Single

Procurement Document

(ESPD)

A single common document intended, by the European

Commission, to reduce the administrative burden on

bidders and remove some of the barriers to participation in

public procurement, especially for small to medium-sized

enterprises (SMEs)

Freedom of Information A public "right of access" to information held by public authorities

Invitation to Tender A call for bids, call for tenders, or invitation to tender (ITT,

often called tender for short) is a special procedure for

generating competing offers from different bidders looking

to obtain an award of business activity in works, supply, or

service contracts.

Supported Business An establishment where more than 50% of the workers are

disabled persons who by reason of the nature or severity

of their disability are unable to take up work in the open

labour market

Standing Financial

Instructions

Details the financial responsibilities, policies and procedures

adopted by NHS NATIONAL. They are designed to ensure that

financial transactions are carried out in accordance with the law

and government policy in order to achieve probity & accuracy.

Whole Life Costing A technique used to establish the total cost of acquisition and

ownership. It is a structured approach which addresses all the

elements of cost and can be used to produce a spend profile of

the product over its anticipated lifespan.

Circular Economy A circular economy is an alternative to a traditional linear

economy (make, use, dispose) in which we keep resources in

use for as long as possible, extract the maximum value from

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them whilst in use, then recover and regenerate products and

materials at the end of each service life

Community Benefits Community Benefits are requirements which deliver wider

benefits in addition to the core purpose of a contract. These can

relate to social- economic and or environmental benefits.

Cost Avoidance The act of eliminating costs or preventing their occurrence in the

first place. It tends not to show up on, but materially impacts, the

bottom-line cost and is normally referred to as a “soft” cost

saving i.e. negating supplier requests to increase costs,

procuring services/goods/ works under budget, obtaining prices

lower than the market average/median

Small and Medium

Sized Enterprises

Enterprises which employ fewer than 250 persons and

which have an annual turnover not exceeding Enterprises

(SMEs) 50 million euro, and/or an annual balance sheet

total not exceeding 43 million euro

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11 Appendix A

11.1 Procurement Steering Group

Lesley McLay NHS Tayside (Chair)

Kenneth Armstrong NHS Tayside

Chris Bowring NHS Fife

Alison Brown NHS NSS

Michael Cambridge NHS Tayside and Lothian

Christine McLaughlin Scottish Government

Sharon Duncan NHS Grampian

Carol Gillie NHS Borders

Christine Gilmour NHS Lanarkshire

Gordon Beattie NHS Greater Glasgow and Clyde

Julie Carter NHS National Waiting Times Centre

Craig Marriott NHS Lothian

Jim Miller NHS NSS

Jonathan Procter NHS Forth Valley

Stuart Aitken Scottish Government

11.2 Procurement Steering Group Terms of Reference (TOR):

2016-09-09- PSG TOR v4 FINAL.pdf

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12 Appendix B

12.1 Health Procurement Delivery Group (HPDG)

Peter McConnell Interim Director Strategic Sourcing, NSS (chair)

Steven Mitchell Interim Logistics Director, NSS

Alison Brown Associate Director Business Development, NSS

Brian Laughland Head of Procurement, GJNH

Andrew Elliott Head of Procurement, NHS A&A

Steven McLaughlin Head of Procurement, NHS NSS

Thomas Hair Head of Procurement, State Hospital

Chris Sanderson Head of Procurement, NHS Lanarkshire

Lesley Wilson Team Leader, NHS D&G

David Logie Procurement, NHS Forth Valley

Terry Dunthorne Manager Procurement, NHS Lanarkshire

Janet McGrouther SAS

Michael Cambridge Associate Director or Procurement, NHS Tayside

Gordon Beattie Head of Procurement, NHS Greater Glasgow & Clyde

Carrie Sommerville Head of Procurement, NHS Fife

Derek Cullen NHS24

Steven Glass Head of Procurement, NHS Grampian

Dennis Seenan NHSGG&C

Kirsty Francis NHS Orkney

Kenny McLean NES

Neil Stewart Head of Procurement, NHS Highland

Lindsay McClure Pharmaceutical Advisor, NSS

Shona Milne NHS Borders

Mike Winter Medical Director, NSS

Jim Miller Procurement, Commissioning & Facilities Director

12.2 HPDG Terms of Reference (TOR):

HPDG TOR revision Oct 2016.doc

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DOCUMENT CONTROL SHEET:

Key Information:

Title: NHS National Services Scotland Procurement Strategy

Date

Published/Issued:

TBC

Date Effective

From:

TBC

Version/Issue

Number:

V3

Document Type: Strategy

Document Status: Draft

Author: F. Livingstone

Owner: Alison Brown, Associate Director, Business Development Directorate

Approver: PCF Director

Approved by and

Date:

As Above, TBC

Contact: fionalivingstone@ nhs.net

File Location:

Revision History:

Version: Date: Summary of Changes: Name:

V1 15/12/2016 Version 1 F. Livingstone

V2 19/12/2016 Revised after review with BDD Assoc.

Director

F. Livingstone

V3 20/12/2016 Revised after review with Interim SSD to

add HPDG engagement

F. Livingstone

Approvals: This document requires the following signed approvals.

PCF Director

Distribution: This document has been distributed to

Name: Title/Division: Date of Issue: Version: