Procurement


It’s an area where environmental and fiscal responsibility are fully aligned, because preventing waste is value creation.


From compliance to collaboration For procurement teams under pressure, the path to value-based decision-making can seem daunting. But it starts with collaboration between clinical, procurement, and EBME teams, supported by transparent data from suppliers. The most successful partnerships we’ve


seen are those where suppliers act not just as vendors, but as strategic allies. That means providing clear evidence of performance, service support, and long-term cost benefits. It means helping Trusts build the business cases they need to secure funding for smarter investments.


Our work with NHS Trusts increasingly involves


lifecycle planning, connected technology conversations, and training programmes to help staff use equipment to its fullest potential. By empowering teams with insight and support - not just products Trusts can be helped to maximise return on every investment.


Building a smarter NHS The NHS cannot build a sustainable future on short-term savings. It must instead build it on prevention - preventing equipment failure, patient harm, waste, and inefficiency. This shift requires courage from procurement leaders to challenge long-established norms and measure value differently. It requires partnership between suppliers and Trusts to align innovation with clinical reality. It


66 www.clinicalservicesjournal.com I February 2026


requires evidence - robust, real-world data that proves better outcomes are achievable without increasing cost. As we look toward the next decade, smarter,


connected medical technology has the potential to transform how the NHS defines value. When every purchase decision considers outcomes over outlay, resilience over replacement, and long-term benefit over short-term saving, we move closer to an NHS that is not just more efficient, but more sustainable, equitable, and clinically effective.


A call to redefine value For too long, NHS procurement has been trapped in a false economy - saving pennies at the expense of pounds. The evidence is clear that the cheapest option upfront often becomes the most expensive in the long run. By embedding lifecycle value, clinical performance, and sustainability into every purchasing decision, the NHS can unlock a new era of cost-efficiency and care quality. This isn’t just about smarter spending. It’s about smarter thinking, recognising that true value is measured not at the point of purchase, but across the lifespan of the product and the impact it has on patients and staff. For us, the NHS Fit for the Future plan makes


clear that innovation and efficiency must underpin the next decade of healthcare delivery. Procurement is not just a transactional process but a strategic lever that determines whether those ambitions succeed. If we redefine value as lifecycle value over product cost, every contract becomes an


opportunity to improve care, reduce waste, and strengthen the system for the future.


References 1. https://www.england.nhs.uk/long-read/nhs- modern-slavery-annual-statement-2024-25/


2. https://www.unison.org.uk/news/press- release/2025/04/too-few-nursing-staff-on- duty-to-provide-safe-nhs-care/


3. https://www.england.nhs.uk/long-read/five- years-greener-nhs-progress-forward-look/


CSJ


About the author


Thomas Owens is Managing Director and Owner of Essential Healthcare Solutions, a UK-based medical device manufacturer specialising in advanced pressure area care technology. With decades of experience working alongside NHS Trusts, he is a recognised advocate for evidence-based innovation, long-term value in procurement, and sustainable healthcare solutions that improve patient outcomes.


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